SWOT analysis

SWOT Analysis, is a strategic planning tool used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective. The technique is credited to Albert Humphrey, who led a research project at Stanford University in the 1960s and 1970s using data from the Fortune 500 companies.

Strategic and Creative Use of SWOT Analysis

Strategic Use: Orienting SWOTs to An Objective. --- If SWOT analysis does not start with defining a desired end state or objective, it runs the risk of being useless. A SWOT analysis may be incorporated into the strategic planning model. An example of a strategic planning technique that incorporates an objective-driven SWOT analysis is SCAN analysis. Strategic Planning, including SWOT and SCAN analysis, has been the subject of much research. If a clear objective has been identified, SWOT analysis can be used to help in the pursuit of that objective. In this case, SWOTs are: Strengths: attributes of the organization that are helpful to achieving the objective. Weaknesses: attributes of the organization that are harmful to achieving the objective. Opportunities: external conditions that are helpful to achieving the objective. Threats: external conditions that are harmful to achieving the objective. See the SWOT diagram at the end of topic. Correct identification of SWOTs is essential because subsequent steps in the process of planning for achievement of the selected objective are to be derived from the SWOTs. First, the decision makers have to determine whether the objective is attainable, given the SWOTs. If the objective is NOT attainable a different objective must be selected and the process repeated. Creative Use of SWOTs.--- If, on the other hand, the objective seems attainable, the SWOTs are used as inputs to the creative generation of possible strategies, by asking and answering each of the following four questions, many times: 1. How can we Use each Strength? 2. How can we Stop each Weakness?

3. How can we Exploit each Opportunity? 4. How can we Defend against each Threat? Ideally a cross-functional team or a task force that represents a broad range of perspectives should carry out the SWOT analysis. For example, a SWOT team may include an accountant, a salesperson, an executive manager, an engineer, and an ombudsman.

Internal and external factors

The aim of any SWOT analysis is to identify the key internal and external factors that are important to achieving the objective. SWOT analysis groups key pieces of information into two main categories:

Internal factors - The strengths and weaknesses internal to the organization. External factors - The opportunities and threats presented by the external environment.

The internal factors may be viewed as strengths or weaknesses depending upon their impact on the organization's objectives. What may represent strengths with respect to one objective may be weaknesses for another objective. The factors may include all of the 4P's; as well as personnel, finance, manufacturing capabilities, and so on. The external factors may include macroeconomic matters, technological change, legislation, and sociocultural changes, as well as changes in the marketplace or competitive position. The results are often presented in the form of a matrix. SWOT analysis is just one method of categorization and has its own weaknesses. For example, it may tend to persuade companies to compile lists rather than think about what is really important in achieving objectives. It also presents the resulting lists uncritically and without clear prioritization so that, for example, weak opportunities may appear to balance strong threats. It is prudent not to eliminate too quickly any candidate SWOT entry. The importance of individual SWOTs will be revealed by the value of the strategies it generates. A SWOT item that produces valuable strategies is important. A SWOT item that generates no strategies is not important.

Examples of SWOTs
Strengths and weaknesses

Resources: financial, intellectual, location Customer service

Efficiency Infrastructure Quality Staff Management Price Delivery time Cost Capacity Relationships with customers Brand strength Local language knowledge Ethics principles patents strong brand names good reputation among customers cost advantages from proprietary know-how exclusive access to high grade natural resources favorable access to distribution networks

Opportunities and threats

Political/Legal Market Trends Economic condition Expectations of stakeholders Technology Public expectations Competitors and competitive actions Bad PR Criticism (Editorial) Global Markets

Errors to be avoided
The following errors have been observed in published accounts of SWOT analysis: 1. Conducting a SWOT analysis before defining and agreeing upon an objective (a desired end state). SWOTs should not exist in the abstract. They can exist only with reference to an objective. If the desired end state is not openly defined and agreed upon, the participants may have different end states in mind and the results will be ineffective. 2. Opportunities external to the company are often confused with strengths internal to the company. They should be kept separate.

3. SWOTs are sometimes confused with possible strategies. SWOTs are descriptions of conditions, while possible strategies define actions. This error is made especially with reference to opportunity analysis. To avoid this error, it may be useful to think of opportunities as "auspicious conditions". 4. "Make your points long enough, and include enough detail, to make it plain why a particular factor is important, and why it can be considered as a strength, weakness, opportunity or threat. Include precise evidence, and cite figures, where possible. 5. Be as specific as you can about the precise nature of a firms strength and weakness. Do not build content with general factors like economies of scale. 6. Avoid vague, general opportunities and threats that could be put forward for just about any organisation under any circumstances. 7. Do not mistake the outcomes of strength (such as profits and market share) for strengths in their own right.

Additional uses of SWOT Analysis

The usefulness of SWOT analysis is not limited to profit-seeking organizations. SWOT analysis may be used in any decision-making situation when a desired end-state (objective) has been defined. Examples include: non-profit organizations, governmental units and individuals. SWOT analysis may also be, and often is, used in pre-crisis planning and preventive crisis management. Following the steps described above should lead to clarification of issues and development of goal-oriented alternatives.

Alternative view on SWOT

SWOT alongside PEST/PESTLE can be used as a basis for the analysis of business and environmental factors. It is a technique widely used by a group, department, unit, organisation or even an individual. As part of Continuing Professional Development SWOT analysis can be contained within and feed into an indidviduals CPD. Using SWOT to analyse the market position of a small management consultancy with specialism in HRM.

Strengths

Weaknesses

Opportunities

Threats

Reputation marketplace

in

Shortage of consultants at Well established Large consultancies operating level rather position with a well operating at a minor than partner level defined market niche level

Expertise at Unable to deal with Other small Identified market for partner level in multi-disciplinary consultancies looking consultancy in areas HRM assignments because of to invade the other than HRM consultancy size or lack of ability marketplace

Developmental Track record No administrative back opportunities for Limited successful up extending business into resources assignments the EU

financial

A SWOT carried out on a HR Department may look like this:

Strengths

Weaknesses

Opportunities

Threats

Developed New management team, Reactive rather HR contribution not techniques for wanting to improve than pro-active; recognized by top dealing with major overall organizational needs to be asked management who areas of HR, job effectiveness through rather than by-pass it by evaluation, organizational developing employing external psychometric testing development and cultural unsolicited ideas consultants and basic training management programmes

A SWOT carried by an individual manager could look like this:

Strengths

Weaknesses

Opportunities

Threats

Not good at achieving Enthusiasm, results through undirected De-centralization having energy, use of personal energies, More general the effect of removing imagination, trouble at expressing management departments where the expertise in themselves orally and on opportunities individual is employed subject area, paper may have ideas requiring and eliminating middle excellent track but these come over as development of management layers to record in incoherent, management new managers form flatter structure of specialized area experience and expertise organization limited

SWOT within corporate planning

As part of the development of strategies and plans to enable the organisation to achieve its objectives, then that organisation will use a systematic/rigorous process known as corporate planning.

Set objectives defining what the organisation is intending to do Environmental scanning o Internal appraisals of the organisations SWOT, this needs to include an assessment of the present situation as well as a portfolio of products/services and an analyse of the product/service life cycle Analysis of existing strategies, this should determine relevance from the results of an internal/external appraisal. This may include gap analysis which will look at environmental factors Strategic Issues defined key factors in the development of a corporate plan which needs to be addressed by the organisation Develop new/revised strategies revised analysis of strategic issues may mean the objectives need to change Establish critical success factors the achievement of objectives and strategy implementation Preparation of operational, resource, projects plans for strategy implementation Monitoring results mapping against plans, taking corrective action which may mean amending objectives/strategies.

Using SWOT in marketing

Main article: Marketing management In Competitor analysis, marketers build detailed profiles of each competitor in the market, focusing especially on their relative competitive strengths and weaknesses using SWOT analysis. Marketing managers will examine each competitor's cost structure, sources of profits, resources and competencies, competitive positioning and product differentiation, degree of vertical integration, historical responses to industry developments, and other factors. Marketing management often finds it necessary to invest in research to collect the data required to perform accurate marketing analysis. As such, they often conduct market research (alternately marketing research) to obtain this information. Marketers employ a variety of techniques to conduct market research, but some of the more common include:

Qualitative marketing research, such as focus groups Quantitative marketing research, such as statistical surveys Experimental techniques such as test markets

Observational techniques such as ethnographic (on-site) observation Marketing managers may also design and oversee various environmental scanning and competitive intelligence processes to help identify trends and inform the company's marketing analysis. SWOT Diagram